The DOI matches its Crossref record; 57 of the 57 references it cites were found in a registry or an index.
The Management of Customer-Contact Service Employees: An Empirical Investigation
Abstract
The authors develop and test a model of service employee management that examines constructs simultaneously across three interfaces of the service delivery process: manager-employee, employee-role, and employee-customer. The authors examine the attitudinal and behavioral responses of customer-contact employees that can influence customers’ perceptions of service quality, the relationships among these responses, and three formal managerial control mechanisms (empowerment, behavior-based employee evaluation, and management commitment to service quality). The findings indicate that managers who are committed to service quality are more likely to empower their employees and use behavior-based evaluation. However, the use of empowerment has both positive and negative consequences in the management of contact employees. Some of the negative consequences are mitigated by the positive effects of behavior-based employee evaluation. To increase customers’ perceptions of service quality, managers must increase employees’ self-efficacy and job satisfaction, and reduce employees’ role conflict and ambiguity. Implications for the management of customer-contact service employees and directions for further research are discussed.
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Cites
Structural equation modeling in practice: A review and recommended two-step approach
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Measuring Service Quality: A Reexamination and Extension
Cronin, J. J., & Taylor, S. A. (1992) · Journal of Marketing · doi:10.1177/002224299205600304 · Cited by 10,628
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Armstrong, J. S., & Overton, T. S. (1977) · Journal of Marketing Research · doi:10.1177/002224377701400320 · Cited by 10,390
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Mowday, R. T., Steers, R. M., & Porter, L. W. (1979) · Journal of Vocational Behavior · doi:10.1016/0001-8791(79)90072-1 · Cited by 8,752
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Cited by
Cronin, J. J., Brady, M. K., & Hult, G. T. M. (2000) · Journal of Retailing · doi:10.1016/s0022-4359(00)00028-2 · Cited by 6,398
Baker, J., Parasuraman, A., Grewal, D., & Voss, G. B. (2002) · Journal of Marketing · doi:10.1509/jmkg.66.2.120.18470 · Cited by 2,257
Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005) · Journal of Marketing · doi:10.1509/jmkg.69.2.24.60761 · Cited by 2,182
Ahearne, M., Mathieu, J., & Rapp, A. (2005) · Journal of Applied Psychology · doi:10.1037/0021-9010.90.5.945 · Cited by 1,254
Service quality, customer satisfaction, and customer value: A holistic perspective
Oh, H. (1999) · International Journal of Hospitality Management · doi:10.1016/s0278-4319(98)00047-4 · Cited by 1,085
Metadata
- Authors
- Hartline, M. D., & Ferrell, O. C.
- Venue
- Journal of Marketing
- Publisher
- SAGE Publications
- Published
- 1996-10
- Volume
- 60
- Issue
- 4
- Pages
- 52-70
- ISSN
- 0022-2429 (ISSN-L)
- 1547-7185
- OpenAlex
- W2333057539
- Cited by
- 1,920
- References
- 57
- FWCI
- 27.41
- Type
- journal article
- Language
- en
- Open access
- closed
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- Hartline, M. D., & Ferrell, O. C. (1996). The Management of Customer-Contact Service Employees: An Empirical Investigation. Journal of Marketing. https://doi.org/10.1177/002224299606000406
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
